改善的金字塔-自上而下和自下而上
Collin Mcloughlin著 胖胖虎译 中文版权归《70后黑俊堂》所有未经授权不得转载
Small andcontinuous improvements lead to sustainable long term results. People hear thisover and over again, and yet many never put such thinking into action. Somepeople even have an advanced understanding of the Kaizen philosophy ofcontinuous self-development, but they never experience the benefits in reality.As someone who coaches organizations in these methods, this disconnect betweenideas and implementation is a major challenge. One great model I've found toaddress this is known as the “Kaizen Pyramid.” This model was created byToshihiko Miura, my co-author on our book “True Kaizen.”
小而持续的改进会带来可持续的长期结果。人们一遍又一遍地听到这句话，然而许多人却从未付诸行动。有些人虽然对持续自我发展的改善哲学有了更深入的了解，但在现实生活中却从未体会到好处。作为用这些方法指导组织的人，这种想法和实现之间的脱节是一个主要的挑战。我发现了一个很好的模型来解决这个问题，叫做“改善金字塔”。这个模型是由ToshihikoMiura创建的，他是我的《真正的改善》(True Kaizen)一书的合著者。
The Disconnect Between Top-Down andBottom-Up Strategy自上而下和自下而上策略之间的脱节
How do you build a pyramid? Thesimple answer is, “From the bottom up.” We seem to know this intuitively whenit comes to physical structures. You need a foundation or else everything willfall over. Why then do people have so much trouble understanding the importanceof developing the frontlines of their companies? True development meansthat frontline people must encompass leadership of their own processes withtheir own authority and resources to manage themselves(self-managed). Companies, much like buildings, need architects. So, interms of people and planning, how do you build a pyramid? In the organizationalsense, you might say, “From the top down.” The disconnect between top-downobjectives and bottom-up implementation has been the downfall of many attemptedKaizen transformations. It essential to absorb the principle thatobjectives need to be top-down to initiate a more dynamic bottom-up cycle thatwill complement further top-town direction.
如何建造金字塔?简单的回答是:“自下而上。”“当涉及到物理结构时，我们似乎凭直觉就知道这一点。你需要一个地基，否则一切都会倒塌。那么，为什么人们很难理解发展公司第一重要性是什么?真正的发展意味着，一线的人必须以自己的权威和资源来领导自己的过程，以管理自己(自我管理)。运转公司就像搞建筑一样，需要建筑师。那么从人的角度和规划的角度来说，你如何建造金字塔呢?从组织的角度来说，你可能会说，“从上到下”。“自上向下目标和自下向上实现，这两者之间的脱节是许多试图进行改善转换，但结果是失败的关键一点。必须吸收以下原则:目标必须是自上向下的，发起一个更有活力的自下向上循环，进一步地完成顶层的方向。
Many transformation attempts start with a great plan and often the initial results from thistop-down approach are dramatic, leading people to believe that the greatestresults happen this way. It is true that improvements at the top have thebiggest impact, since they directly affect the entire organization below them.But these improvements are few and far between. The result is that, whilegreater in scale, they are limited in quantity and unsustainable withoutsupport from the bottom-up. It's like trying to build a tower of blocks oneatop another in a straight line. You will reach higher in a shorter amount oftime, but the heights you can reach will be limited by the limited-stability ofyour foundation. Reach too high and the tower will fall. If you want to build higher,you need to continuously expand your foundation. This is where the pyramidanalogy comes from. But I should add that the composition of the base ofthe pyramid versus the base in the future is different in size, consistency,capability, knowledge, and resources for the context and time the pyramid is needed.
任何变革尝试都是从一个伟大的计划开始的，通常这种自上而下的方法产生的最初结果是戏剧性的，让人们相信最大的结果就是这样发生的。确实，高层的改进具有最大的影响，因为它们直接影响到下面的整个组织。但是这些改进很少，而且相差甚远。其结果是，虽然规模更大，但数量有限，没有自下而上的支持是不可持续的。这就像试着在一条直线上，把一堆一堆的积木搭成一座塔。你会在更短的时间内到达更高的高度，但是你能达到的高度会受到你的基础稳定性的限制。爬得太高，塔就会倒。如果你想建得更高，你需要不断扩展你的基础。这就是金字塔类比的由来。但是我要补充的是，金字塔的基础和未来的基础在规模、一致性、能力、知识和资源上是不同的，这是金字塔所需要的环境和时间。
he Kaizen Pyramid Model To ConnectTop-Down and Bottom-Up他改进了金字塔模型，将自上而下和自下而上连接起来
When wecoach an organization, we always get top leadership involved first (top-down).This involvement, however, starts by going straight to the frontlines so theleaders can learn the true current state on the gemba compared tothe needsof the shareholders and customers. The leaders go to the respective activitiesto assess the Kaizen Pyramid as it is in the moment. From there, any problemsare traced upstream to get to the root cause. This is how leaders gatherinformation to make the right decisions, so the top-down strategy is actuallybased on gathering information from the bottom and going up. This strategy thenneeds to be “cascaded” down to different levels and departments. Cascadingstrategy ensures the multitude of small improvements at the base of the pyramidultimately contribute to expanding, reacting, and strengthening theorganization's capabilities in order to realize the high level targets definedat the top. This is the goal behind Hoshin Kanri (strategy deployment). For allthe visual management tools and X-matrices used for this process, the basicdefinition of Hoshin Kanri is as follows:
当我们训练一个组织时，我们总是先让高层领导参与(自上而下)。然而，这种参与从直接进入第一线开始，这样领导者就可以根据股东和客户的需求，了解现场的真实现状。领导们前往各自的活动去评估改善金字塔的现状。从那里，任何问题都可以追溯到上游，以找到根本原因。这是领导者收集信息以做出正确决策的方式，所以自上而下的策略实际上是基于从底层收集信息并向上提升。然后，这种策略需要“级联”到不同的级别和部门。级联策略确保金字塔底层的大量小改进最终有助于扩大、反应和加强组织的能力，以实现顶层定义的高级目标。这就是战略部署背后的目标。对于用于此过程的所有可视化管理工具和x - matrix,Hoshin Kanri的基本定义如下:
Top-leadership defines strategy.高层领导定义的策略
Top-leaders discuss this strategy with themid-level leaders under them to form consensus (“catchball”).高层领导与他们领导下的中层领导讨论这个策略，形成共识(“接球”)
Mid-level leaders create contextualized actionplans to achieve the agreed upon strategy (ie 10% increase in profitability =22% increase in productivity for assembly area). 中层领导制定情景化的行动计划，以实现商定的战略(例如，在装配区域利润增长10% =生产率增长22%)。
Mid-level leaders repeat this contextualization ofactions needed with those who work under them.中层领导会与下属重复他们需要的行动。
This process is repeated until you reach aconsensus and create action plans on the respective frontlines.这个过程不断重复，直到你达成共识并在各自的前线制定行动计划。
As you can see, the definition ofstrategy starts as top-down, but the action plans are defined from thebottom-up contribution through collaboration.Top leadership must be prepared tosupport the frontlines by making sure their strategy is contextualized andgranulated to each member of the company. Most of all, they need to make surethe goals are achievable.
正如您所看到的，策略的定义从自上向下开始，但是行动计划是从自下向上通过协作来定义的。高层领导必须准备好支持第一线，确保他们的战略与公司的每一个成员相匹配。最重要的是，他们需要确保目标是可以实现的。
PDCA is/是 CPDA-PCDA-DACP
Depending onthe size of the organization, you will have any number of action plans as youdeploy strategy down the hierarchy. Each of these action plans will have to becontinuously evaluated and revised based on the PDCA problem-solving cycle. Thechallenge is then to keep these ongoing cycle's of Plan, Do, Check, and Act inalignment and contextualized for each layer of leadership and all the way downto the self-managed team members. This way, when new problems are detected andsolved, they can be prioritized toward achieving organizational goals. And thecycle of feedback and information flow supports the PDCA cycle. In the same waythat a number of small gears turn the hands of a clock, the numerous PDCAcycles toward the base of the pyramid must drive the overall problem solving tomeet the top-level goals. To ensure that everyone's efforts are aligned withthe overall plan for the organization you should think of the entireorganization as one overall PDCA cycle which encompass all others. For this,the different levels of the pyramid represent different phases of PDCA.Leadership is responsible for planning (P) to define the high level strategyand checking (C) to make sure that the frontlines are on the right track toaccomplish the plan. (Keep in mind that the first PDCA cycle starts with “Checking”the real current state to contextualize the ability to reach an achievable“Plan” as Jun Nakamuro explained in his article “Re-Translating Lean from ItsOrigin.”) The frontlines meanwhile are responsible for doing (D) the actualvalue-added work that must be done to achieve the plan's objectives. They alsotake action (A) to revise and establish new standards to close the gap betweenthe current state and the goals set by leadership.
根据组织的大小，在您沿着层次结构部署策略时，您将拥有任意数量的行动计划。每一项行动计划都必须根据PDCA解决问题周期不断评估和修订。接下来的挑战是保持这些计划、执行、检查和行动的持续循环，使其与每一层领导以及一直到自我管理的团队成员保持一致和上下相关。这样，当发现并解决了新的问题时，就可以将它们按优先级排序，以实现组织目标。反馈和信息流的循环支持PDCA循环。就像许多小齿轮转动时钟的指针一样，无数的PDCA循环向金字塔底部移动，必将推动整体问题的解决，以达到最高的目标。为了确保每个人的努力都与组织的总体计划保持一致，您应该将整个组织看作一个包含所有，组织是一个整体PDCA循环。因此，金字塔的不同层次代表了PDCA的不同阶段。领导负责制定计划(P)以确定高水平的战略，并检查(C)以确保前线在正确的轨道上完成计划。(记住,第一个PDCA循环始于“检查”的真正的现状了解能够达成一项可行的“计划”，Nakamuro在他的文章中进行了解释《追寻大野耐一的初心》。与此同时负责前线(D)实际增值工作,必须实现该计划的目标完成。他们还采取行动(A)修订和建立新的标准，以缩小目前的状况与领导制定的目标之间的差距。
Expand Your Base to Reach Higher扩展你的基础以达到更高
Your ability to achieve top-levelKaizen is dependent on the capacity of the frontlines. If you want toreach higher goals as an organization, you need to expand the base of your pyramid by investing in the people-development and capabilities of the frontlines. Your goal, regardless of strategy, is to grow your Kaizen Pyramidby creating self-managemened people who grow in their capabilities whilebeing productive, meeting the demands of the customer, and expanding theirroles and responsibilities. As they contribute, they will also be rewarded forthis growth.
你能达到最高水平的能力取决于前线的能力。如果作为一个组织，你想要一个更高的目标，你需要扩大你的金字塔的基础通过员工的发展和前线的能力。你的目标，无论战略如何，都是通过创造自我管理的人来提升你的改善金字塔，这些人在提高生产力、满足客户需求、扩大他们的角色和责任的同时，他们的能力也在增长。在他们做出贡献的同时，他们也会因为这种增长而得到回报。
Your own growth is a dependentderivative on the growth of those you lead. Training frontline people inmultiple skills and cultivating them to solve their own problems will not onlyincrease their capacity as an autonomous self-managed workforce; it will freeup leaders to focus on developing an ever greater organization that will leadto a more prosperous life for everyone involved.
你自己的成长是依赖于你所领导的人的成长。培训一线员工的多种技能，并培养他们解决自己的问题，这不仅会提高他们作为自主管理的劳动力的能力;它将解放领导人，让他们专注于建立一个更大的组织，让每个人都过上更富裕的生活。
This is my understanding of Kaizen,which I communicate and share with my community. The concept of the KaizenPyramid is explained with detail in Chapter 10 of “True Kaizen” as well as thenew book I am collaborating on with Jun Nakamuro and Will Homel.
改善金字塔的概念是我与粉丝们的交流和分享的我对改善的理解。改善金字塔的概念在“真正的改善”的第10章有详细的解释，以及我正在与Jun Nakamuro和Will Homel合作的新书。